As the logistics sector becomes increasingly sophisticated and businesses respond to growing intra-African trade, professional standards and qualifications are essential to building a sustainable logistics sector, says educational institution Chartered Institute of Logistics and Supply Chain Management (CILSCM) president Dr Michael Fadipe.

“With supply chains becoming more complex, organisations need professionals who understand not only individual functions, but also how procurement, inventory, transportation, warehousing, production and customer requirements interact,” Fadipe states.

Professional development provides a structured way of building this competence. Qualifications should not be viewed simply as certificates, he adds, noting that their “real value” is in developing knowledge, professional discipline, ethical standards and practical competence.

Moreover, continuous learning is critical because supply chain practices are constantly evolving.

“At CILSCM, we see professional development as part of the broader effort to strengthen the supply chain workforce. A stronger professional workforce contributes to better operational standards, improved decision-making, stronger risk management and more competitive businesses,” Fadipe emphasises.

Moreover, he notes that as intra-African trade develops, professionals will increasingly operate within supply chains that extend across multiple countries. Consistent professional standards and stronger supply chain practices will therefore become even more important.

Control Point

Fadipe notes that warehouses are no longer simply places where goods are kept until they are required; they have become an important control point within the supply chain, as modern warehouses influence inventory availability, order fulfilment, customer service, transportation efficiency, working capital and ultimately the competitiveness of the business.

“The warehouse is increasingly expected to support activities such as receiving, inspection, inventory control, picking, packing, order fulfilment, cross-docking, returns management and real-time inventory visibility,” he states.

Consequently, factors such as inventory accuracy, fulfilment speed and service levels are fundamental to modern warehouse operations.

Fadipe explains that inventory accuracy is the foundation of effective supply chain decision-making. As such, if a business is unaware of what it has, where it is or what condition it is in, it cannot plan for procurement, production or distribution effectively.

While fulfilment speed is equally important – particularly in sectors where customers increasingly expect reliable and faster delivery – he asserts that speed should not be pursued at the expense of accuracy, safety or cost efficiency.

“The objective should be to provide the right product, in the right quantity, at the right time and in the right condition, while maintaining appropriate cost and service levels.”   Performance Indicators

The shift in warehouse functions means that businesses must transition from measuring warehouse activity simply by the amount of goods stored or moved to measuring the warehouse’s contribution to the overall supply chain.

Further, performance should be assessed through a balanced set of indicators, including inventory accuracy, order fulfilment accuracy, on-time dispatch, order cycle time, picking productivity, warehouse use, stock availability, stock losses and damages, labour productivity, cost per order transaction, safety performance and customer service levels.

“These indicators should not be viewed in isolation. A warehouse may achieve fast picking speeds but still perform poorly if inventory accuracy is low or orders are frequently dispatched incorrectly,” Fadipe explains.

As such, he emphasises that businesses should integrate warehouse performance management initiatives, linking operational key performance indicators to broader supply chain and customer-service objectives.

He suggests that the first step is to improve warehousing productivity, inventory management and distribution efficiency – particularly amid the operational challenges facing the logistics sector – to establish visibility and discipline in the basic processes.

“Businesses should begin by understanding their inventory accurately, mapping warehouse processes and identifying where time, money and materials are being lost,” Fadipe states.

Key areas, he notes, include inventory discipline, warehouse layout and process flow, demand and inventory planning, transportation planning, process standardisation and appropriate use of technology.

Additionally, better stock identification, location management, cycle counting and reconciliation can strengthen inventory control. He points out that efficient layouts reduce unnecessary handling and travel time, with better forecasting and replenishment helping to prevent both excess inventory and stock-outs.

Meanwhile, proper route planning, load use and delivery scheduling can improve distribution efficiency. Warehousing & Logistics Expo

CILSCM will be supporting the West Africa Warehousing & Logistics Expo and its high-level content programme, to be held in Lagos, Nigeria, from April 6 to 8, 2027.

In Nigeria, Fadipe points out, these systemic improvements must also be considered within the reality of infrastructure constraints, energy costs, road conditions and other operating challenges. The objective should be to build efficient and resilient systems.

“Nigeria has the market, entrepreneurial capacity and strategic position to play a major role in African supply chains. The opportunity now is to build the infrastructure, professional capability and systems required to convert that potential into sustained competitiveness,” he concludes.